The comprehensive, online ethics & compliance training you need to learn the principles of business ethics and develop yourself as an ethics & compliance industry leader and earn your LPEC certification.

This comprehensive course, delivered online, in-house or in-person, provides in-depth, online and classroom-style ethics & compliance training focused on developing leaders in our industry.

This is not a program on fundamentals, it is a deep-dive into how to lead, evaluate and sustain high quality ethics and compliance programs. We want you to think of it as the “next level” of your ethics and compliance education. You will complete the course with a better understanding of your role, or the role you aspire to, but you will also gain a distinguished list of colleagues equally committed to our industry.

Completion of E2C qualifies you to take the Leadership Professional in Ethics & Compliance (LPEC) certification examination and obtain the LPEC designation.

Upcoming Courses

Wednesday, February 5, 2020: Intro

Thursday, February 6, 2020: Principle 1

Wednesday, February 12, 2020: Principle 2

Thursday, February 13, 2020: Principle 3

Wednesday, February 19, 2020: Principle 4

Tuesday, February 25, 2020: Principle 5

**All course times will be Noon-1:15p ET**

LPEC Exam: Friday, February 28, 2020, Noon-2p ET

ALL-NEW for 2020

E2C is switching to a fully on-demand training platform February 1. This training course features the same in-depth training you expect from ECI, delivered in a fully on-demand, mobile friendly platform with individual courses, modules and segments that can be taken at your convenience.

Sign up for our E2C on-demand mailing list below and get notified when registration for this all-new course is available.

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  • E2C has the flexibility to fit your busy schedule with multiple delivery options including online, in-person or in-house.
  • E2C sets the standard for the ideal balance of ethics, culture-building, and law/compliance.
  • With only two to four instructors per course, E2C sessions are fully integrated and build on each other to create a cohesive, comprehensive program.
  • All E2C instructors are highly recognized leaders in the E&C profession, each with decades of experience
  • Emphasizing the value of peer-to-peer learning, each E2C session features facilitated, small-group dialogue and sharing

Online

E2C Online (includes all course materials, LPEC exam fee additional): $995
ECI member discount: $795
Call for government/NGO pricing: 703-647-2185.

In-house

Customize for Your Organization!
Interested in learning more about customizable in-house opportunities?
Contact certification@ethics.org or call 703-647-2185.

For more information, including upcoming E2C dates and registration, certification@ethics.org.

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Session 1 – Introduction (90 minutes)

Logistics
Organization of the content
Course overview
Introduction to ECI’s five principles of High Quality E&C Programs (HQP)
Understanding HQP’s link to the FSG and OECD and ISO standards
Applying the five HQP Principles
1. E&C is central to business strategy – ability to make a business case utilizing the supporting objectives.

2. E&C risks are identified, owned, managed and mitigated – understanding the tools and activities necessary to compete for executive and board attention

3. Leaders at all levels across the organization build and sustain a culture of integrity – understanding, engaging and presenting the power of culture utilizing the C-suite, executives and managers.

4. The organization encourages, protects and values the reporting of concerns and suspected wrongdoing – alignment of tone and policy; training and leveraging middle managers, developing consideration for all stakeholders (including third-parties) of the organization.

5. The organization takes action and holds itself accountable when wrongdoing occurs – how to report, define, investigate, resolve and contain misconduct.

Discuss the Fundamental elements of an ethics and compliance program
How do I lead and interact and with these elements?
How do I evaluate the efficacy of my elements?
Benchmarking
KPI
Analysis
Communicating E&C’s value and promoting operational performance
HR, Legal, Privacy, Audit, Sales & Marketing, Procurement, Corporate Responsibility, Government Affairs, Finance & Accounting, Information Security / IT, Investor Relations, Line Management, Senior Management, Board of Directors

Impact of Effective E&C Programs (ECI Research)
Value of Effective CECO to Business
Scope of an effective CECO’s role & areas outside of E&C that are important to know about
Challenge of Building & Sustaining an HQP
Effective Leadership
Qualities of good leaders
Defining the role of the CECO (ECI Research findings)

Session 2 – Strategic E&C (60 minutes)

Overview of HQP Principle 1:E&C as central to business strategy
The Role of the Chief Ethics & Compliance Officer

Defining the organization’s compliance vision and strategy
Assessing a Code of Conduct
Developing consistency with the letter and spirit of law, organization’s core values, and universal ethical principles
Relevance to employees’ jobs
Clarity about what employees should do in specific situations
Readability and cultural-appropriateness

Relationship between Ethics & Compliance and function that manages policies
Which policies are “owned” by E&C?
Which policies apply only to employees and which apply to everyone (e.g., contractors, agents)?
Readability and cultural-appropriateness
Assisting senior management in its oversight of the organization’s compliance program
Monitoring and evaluating the proper functioning and effectiveness of the compliance program
Understanding business strategy
Positioning E&C inside the mind of the C-Suite
Connecting E&C to the business
Strategic Planning
Key business documents & C-suite activities every CECO should pay attention to
Establishing and Maintaining Critical CECO Internal Relationships
The CECO’s relationships to peer functions within the organization
The CECO’s relationships with the business units & divisions
The CECO’s relationship with business staff: sales, development, R&D, etc.
The CECO’s relationship with the governing bodies (C-Suite, board)

Session 3 – Identifying & Mitigating Risk

Overview of HQP Principle 2: E&C risks are identified, owned, managed and mitigated
Components and tactical understanding of the ERM process
Understanding the basic elements of ERM programs
Assessing risk and developing a repeatable process to establish risk levels
Identifying, analyzing and prioritizing risks
Defining the necessary countermeasures to mitigate risk
Understanding the cost/benefit analysis of countermeasures
Devising a governance structure for oversight – with responsibility for escalation
Review of information systems to support decisions, monitoring and communication
Understanding how an organization’s culture affects its risk profile
Understanding the factors that affect risk
Industry dynamics
Business structure
Size of the business in $$
Size of the business in EE
Products and services
Geographies served/Location of the operations
Size of the third-party or external stakeholder network
Controls already in place and mitigation history
Mission, vision, and values (espoused and lived)
Risk taxonomy of Key Indicators
KRIs (Key Risk Indicators)
KPIs (Key Performance Indicators)
KCI (Key Control Indicators)
BEICFs (Business Environment (BE) and Internal Control Factors (ICF))
Aligning to business activities and conditions, how to:
Determining whether any additional E&C communications (training or other) should be targeted systemically or by operating group on any given topic
Developing/enhancing E&C audit protocols, monitoring tools and other approaches to “checking” on both an enterprise-wide, local “level” and with “third-parties”
Identifying E&C risks and if additional controls are warranted
Establishing additional E&C oversight/reporting responsibilities for high-risk areas
Assessing whether incentives in any part of the Company pose an undue risk from a E&C perspective
Importance of metrics for measuring the effectiveness of E&C efforts
Identifying cultural or geographic E&C risks
Reporting program review and oversight to the Board
Understanding and utilization of the tools and methodologies for understanding ERM results
Radar Map
Heat Map
Risk Ranking
Venn Diagram

Session 4 – Leadership & Culture

Overview of HQP Principle 3:Leaders at all levels across the organization build and sustain a culture of integrity
Understanding Culture
Impact on employee behavior
Why the view is rosier at the top (ECI research)
Drivers of culture (ECI research)
Enforcement attitudes about the role of culture
Getting buy-in on the importance of culture
Ethical leadership in setting tone (ECI’s research)
Connecting and evangelizing E&C to business leaders
Performance metrics for leaders (ECI ERAs)
Strong cultures have two primary drivers:how do you develop them
Exploring what and how organizations find themselves in serious ethics and compliance trouble
Creating and Measuring Culture:
Communications
Tone at the Top
“Mood in the Middle”
Recruiting
Socialization and Training
Global Considerations
Third Parties (Vendor, Supplier, Agent)
Maintaining an Evolving Culture
Appraisal, Discipline and Reward Systems
Utilizing measurement tools and math

Session 5 – Encouraging Reporting

Overview of HQP Principle 4:The organization encourages, protects and values the reporting of concerns and suspected wrongdoing
Understanding Retaliation
Top 10 Forms of Retaliation (Perceived by Reporters of Misconduct)
NBES Research on Retaliation
7 Keys to Open and Non-Retaliatory Environments
Developing clear and effective code standards
Fostering a culture that values communication and admitting mistakes
Creating and advertising multiple communication channel
Understanding how and where incidents are reported
EE Reporting, Direct manager or another member of management, Ethics and Compliance Office (or Ombudsman), Local/Regional designates, Functional department (e.g., Finance, HR, Legal), Audit, Helpline/Hotline, Board Audit or Compliance Committee, Real time/near time Observation, Technology
Developing a consistent, repeatable review, triage and follow-up process for all reports and inquiries
Despite the SOX emphasis, most reports or allegations of misconduct go to managers
Training managers to understand the how and why of report intake
Best Practice Incident Helpline Reporting Flow Chart
Training managers to understand reporting triage steps
Training employees and other stakeholders how, what and where to communicate their feedback and concerns
Reasons for considering an outsourced helpline/hotline
Tracking Internal Reporting and Helpline/Hotline Metrics
Using internal reporting data to evaluate many areas of E&C programs and culture
Defining Reporting KPI and Metrics
Implementing a problem focused investigation process

Session 6 – Accountability & Continuous Improvement

Overview of Principle 5: The organization takes action and holds itself accountable when wrongdoing occurs
Interpreting the importance of accountability
Views about accountability by level (ECI research)
Procedural justice
Communicating disciplinary actions
Internal Investigations — How E&C Leaders control, execute and manage investigations of misconduct
How/when to bring in 3rd parties
Applying root cause analysis to understand what led to misconduct and prevent recurrence
Protecting whistleblowers and others participating in the investigation of misconduct from retaliation
Developing continuous program improvement
Reasons to evaluate program elements
Measuring the effectiveness of program activities
Providing evidence that the program is working and improving
Benchmarking – internal, nationwide surveys, industry data
Using Employee Surveys
Assessing compliance with policies and the law
Adjusting to changing economic and regulatory environment
Identifying training needs
E&C Standards used to Evaluate Programs
Steps for Effective Measurement (ECI Research)
Growing recognition of culture as a measure of program effectiveness
Using ROI as a measure for E&C function

ELEVATING ETHICS AND COMPLIANCE (E2C) PREREQUISTE BACKGROUND OR SELF-DIRECTED STUDY REQUIREMENTS

The Elevating Ethics & Compliance training program, or E2C, assumes that when you take this training you have a wide-ranging background in ethics and compliance (E&C).  E2C is not a beginner’s course in the history of E&C, although the history of our industry is something you should know before starting E2C.

E2C is the training course for individuals looking to expand their applicable knowledge of E&C and prepare for the role as an E&C leader.

For more than 40-years the role and requirements of an effective ethics and compliance (E&C) program have morphed and changed.  Much of the change was due to legislation and guidelines designed to reverse or curtail a period of fraud and abuses.  You should be familiar with each of these periods or “eras” and the resulting legislation, guidelines, standards or enforcement actions.

Decisions & legislation that directly influenced the structure of E&C Governance

  • Caremark Decision (1996)
  • Directors have a duty of oversight – they must take steps to be informed about a company; it is not enough to say they didn’t know the company was involved in illegal/corrupt practices
  • Sarbanes-Oxley Act (U.S. – 2002)
  • Established responsibilities of a public corporation’s board of directors
  • Made senior executives individually responsible for the accuracy and completeness of corporate financial reports
  • USSC Guidelines
    • “…high-level personnel…” are responsible for ensuring that the organization has an effective ethics and compliance program
    • These individuals must report “periodically to high-level personnel and, as appropriate, to the governing authority” on the effectiveness of the program.
  • UK Bribery Act Guidance
  • OECD Good Practice Guidance

The Era of Government Contracting Fraud

  • Initiatives Spawned by Government Contracting Fraud
    • S. Foreign Corrupt Practices Act of 1977 (FCPA)
      • Intent was to end the bribery and to restore public confidence in American business
      • Made it illegal for a US person to make any payment to a foreign government official to obtain or retain business
      • Narrow facilitation payment exception for “routine governmental action” with proper documentation
      • Applies to US companies, US citizens, nationals and residents, foreign companies listed on any US securities exchange
    • Blue Ribbon Packard Commission
      • Appointed by President Ronald Reagan (1985)
      • Chaired by David Packard, CEO of H-P, and former DoD Secretary
      • Conducted a study of government procurement practices
      • Report issued
        • Recognized obvious limitations of the federal government
        • Acknowledged that industry self-regulation was needed
        • Recommended that defense contractors should adopt codes of ethics
    • Defense Industry Initiative (DII)
      • The first of its kind… (1986)
      • 18 original signatories – now 77
      • Voluntary, industry-wide code of conduct or set of business principles focused on maintaining internal controls and governance systems; and
      • Precursor to the US Sentencing Commission Guidelines on the “8 elements of an effective ethics and compliance program”

 

 

    • Chapter 8 – “7 Elements of an Effective Compliance Program” (1991)
      • US Sentencing Commission Guidelines (USSC)
      • Voluntary… carrot and stick approach
        • Intended to influence organizational behavior
      • Provided opportunity to reduce fines if organizations could demonstrate that they had effective compliance program

Caremark Decision

    • 1996 – Caremark Decision (Delaware Chancery Court)
    • Served as a wakeup call to corporate boards
    • Established the duty of care and the duty of loyalty of the Board
      • Increased monitoring
      • Scrutiny over internal controls

The Era of Health Care Fraud

  • US Department of Health and Human Services / Office of Inspector General (HHS/OIG)
    • Developed series of compliance plan guidance documents directed at various segments of health care industry
    • Voluntary guidance – principles to follow when developing compliance program
    • Identify “fraud” and “abuse” risks to watch out for when creating your program
    • Corporate Integrity Agreements – Role of General Counsel

The Era of Enron, WorldCom, Tyco, et al.

  • Caremark Decision (1996) – Renewed emphasis
  • Sarbanes-Oxley Act of 2002 (SOX)
    • Enacted in response to Enron, WorldCom, Tyco, et al
    • Established Public Company Accounting Oversight Board (PCAOB) under SEC
    • Required segregation of audit and consulting services
    • Enhanced transparency and corporate governance standards around internal controls and financial reporting(e.g. restrictions around insider transactions, certification of financial reports accuracy, increased responsibility and independence of Board Audit Committees and their members)
    • Applies to all publicly held American Companies, international companies registered with the SEC, and third party financial services providers
  • Dodd-Frank Wall Street Reform and Consumer Protection Act (Dodd-Frank)
    • Set out to promote financial stability and reshape the U.S. regulatory system in a number of areas including:
    • Monitoring financial stability (Financial Stability Oversight Council)
    • Consumer protection (Consumer Financial Protection Bureau)
    • Trading restrictions (Volcker Rule)
    • Credit ratings (SEC Office of Credit Ratings)
    • Strengthened SOX Whistleblower program
  • NYSE/NASDAQ Listing Requirements (2002)
  • Raised corporate standards with respect to:
  • Governance
  • Compliance
  • Disclosure requirements
  • S. Sentencing Commission (USSC) Guidelines Amendments
  • 2004 amendments to the USSC Guidelines
  • Focuses bright light on ethics and culture
  • Rules-based program is just not good enough
  • Consideration must be given to culture
  • Requires periodic risk assessment
  • 2010 amendments to the USSC Guidelines
  • More direct CECO access to the Board/Senior Management
  • False Claims Act (FCA)
    • Contains qui tam, or whistleblower, provisions, which allows citizens with evidence of fraud against government contracts and programs to sue, on behalf of the government, in order to recover the stolen funds.
    • Provides for up to triple damages and also awards of 15 to 30 percent of recoveries for those bringing cases.

The Globalization of E&C

  • OECD Convention Against Bribery of Foreign Officials (1999)
  • OECD Convention Against Bribery of Foreign Officials (1999 as amended in 2009)
  • Monitoring – Established Working Group to monitor activities of signatory countries
  • Cooperation – law enforcement agencies of signatory countries
    • OECD Good Practice Guidance on Internal Controls, Ethics and Compliance (2010)
      • Program Oversight and Management
      • Standards and Procedures
      • Training and Communication
      • Application of Consistent Disciplinary Standards
      • Checking Evaluation and Reporting
      • Periodic Risk Assessment
    • UN Convention Against Corruption (2005)
      • First globally binding international anti-corruption convention
      • Prevention and criminalization of corruption, international cooperation, asset recovery
      • International treaty
      • 141 signatory countries – 181 as of December 2016
    • UK Bribery Act (2010)
      • Prohibits bribing another person, being bribed, bribing a foreign official
      • Holds organizations liable for acts anyone commits on their behalf
      • Extends to commercial transactions (not limited to foreign officials)
      • New offense: failure of a corporation to prevent the payment of a bribe
      • Prohibits facilitation payments
      • Adequate Procedures Defense: adequate procedures, top level commitment, risk assessment, due diligence, communication and training,  and monitoring and review
      • Applies to individuals committing bribery in the UK or committing bribery overseas where the individual has a close connection to the UK; a UK corporation/partnership or foreign corporation/partnership engaging in business or part of a business in or outside the UK
    • FCPA Compliance Program Guidance (2012)
      • Jointly issued by DOJ and SEC
      • Helpful guidance to organizations doing business abroad on a variety of issues
      • Provided important guidance for E/C professionals, often considered a blueprint for what the DOJ and SEC considered to be an effective E/C program.
    • DOJ Statement: Morgan Stanley (2012)
      • Morgan Stanley’s former managing director and real estate chief in China (Garth Peterson) pleaded guilty to evading the company’s internal controls. In 2012, DOJ issued a statement including the following:
        • Joint-ventures and subsidiaries

The Responsibility of the Office of Ethics & Compliance

The DOJ Memorandum summed up the three essential elements of a compliance program in the April 2019 Memorandum.  This publication, which provides guidance to the Department of Justice’s (DOJ’s) white-collar prosecutors on their evaluation of corporate compliance programs, was an update to an earlier memorandum issued by the Fraud Section in 2017.

  • First, is the program well designed?
  • Second, is the program effectively implemented?
  • Third, does the compliance program actually work in practice?

Other areas for program evaluation include a general understanding of risk management.

  • Ensure compliance with policies and the law
  • Reflect the changing economic and regulatory environment
  • Train to your risks
  • Assess effectiveness of mitigation steps
  • Engender an environment of psychological safety open to stakeholder feedback
  • Review your program toward constant improvement

 

Variables that Help Inform and Define Your E&C Risk Profile

  • Business cycle
  • Business strategy
  • Size of the business
  • Products and services
  • Reputation of the business
  • Location of the operations
  • Internal and external stakeholders
  • Mission, vision, and values (espoused and lived)

Guidelines and Standards

The E2C prerequisite simply requires 1) a familiarity with the most common guidelines e.g., United States Sentencing Committee (USSC) guideline, 2) knowledge of appropriate guidelines for your industry or organization, and 3) an understanding of how NGO activities, standards and guidelines impact your E&C program.  Here are some examples:

  • USSC Guidelines
  • OECD Good Practice Guidance on Internal Controls, Ethics, and Compliance
  • OIG Compliance Plan Guidance
  • HHS – health care industry
  • DOJ/SEC FCPA Resource Guide
  • ISO 19600: Compliance Management Systems Standard (2014)
    • International Organization for Standardization
    • Establish and improve compliance by developing, implementing, evaluating and maintaining an effective compliance management system
  • ISO 37001 Bribery
  • ISO 19600: Compliance Management Systems Standard (2014)
  • ISO 37001: 2016 anti-bribery management
  • Non-Legislative Industry Standards
    • Defense Industry Initiative (DII)
    • PhRMA Code
    • Pharmaceutical Research and Manufacturers of America
    • Code on Interactions with Healthcare Professionals
    • Institute of Nuclear Power Operations (INPO)

Accounting Standards

  • GAAP – Generally Accepted Accounting Principles
    • A collection of rules and procedures and conventions that define accepted accounting practice
    • Used principally in the U.S.
    • SEC wants to move to IFRS
  • IFRS – International Financial Reporting Standards
    • A set of accounting standards developed by the International Accounting Standards Board (IASB) that is becoming the global standard for the preparation of public organization financial statements
    • Used in European Union and many other countries

Governance & Reporting

A general understanding of the Board and CEO’s governance requirements of the E&C function.

Examples include:

  • E&C relationships and responsibility to the board
  • Appreciate the many considerations involved with an organization’s decision regarding where the E&C office should report.
  • Understand the general needs and goals of internal and external E&C stakeholders.
  • Know common examples of what E&C information to report to a governing authority.

The Role of an Audit or Risk Committee (AC) of the board:

  • AC responsible for overseeing E&C program
  • AC reviews and assess the adequacy of the Code of Conduct and effectiveness of the E&C program
  • AC monitors and reviews effectiveness of helpline and management approach to resolution and discipline
  • AC receives regular reports from CECO / Legal regarding significant matters of non-compliance
  • Role of the Corporate Compliance Committee
  • Develops and recommends organization-wide compliance policies and best practices
  • Reviews compliance issues
  • Provides oversight for, and assists Senior Management in leading, the organization’s compliance program
  • “Companies should consider… the following good practices: oversight of ethics and compliance programs… authority to report matters directly to… internal audit committees of boards of directors…”

The CECO’s Reporting Structures

 

  • The General Counsel Model
  • The CEO/Executive Team Model
  • The “None of the Above” Model
  • The Ideal Model for Independence

Elevating Ethics & Compliance (E2C) Resources

Required

Ethics & Compliance Certification Institute (2016). Principles and Practices of High-Quality Ethics & Compliance Programs: Report of ECI’s Blue Ribbon Panel. Arlington, VA: Ethics & Compliance Certification Institute.

 

The HQP Measurement Framework

 

Ethics & Compliance Initiative (2019). ECI Working group paper. Essential skills & qualities of the ethics & compliance professional: Today and in the future. Vienna, VA: Ethics & Compliance Initiative.

 

Recommended

Ethics Resource Center (2007). Leading corporate integrity: Defining the role of the chief ethics & compliance officer (CECO). Arlington, VA: Ethics Resource Center.

 

Ethics Resource Center (2015). Ethical leadership: Every leader sets a tone. Arlington, VA: Ethics Resource Center.

 

Ethics Research Center (2016). Global Business Ethics SurveyTM: Measuring Risk and Promoting Workplace Integrity. Arlington, VA: Ethics Research Center.

 

Ethics Resource Center (2014). National business ethics survey 2013®. Arlington, VA: Ethics Resource Center. (pg. 19 “strong ethics culture”)

 

Ethics Resource Center (2012). National business ethics survey® 2011: Workplace ethics in transition. Arlington, VA: Ethics Resource Center.

 

Ethics Resource Center (2012). Encouraging employee reporting through procedural justice. Arlington, VA: Ethics Resource Center.

 

Ethics Research Center (2015). Increasing employee reporting free from retaliation: Insights from the National business ethics survey® 2013. Arlington, VA: Ethics Research Center.

 

Ethics Resource Center (2012). Inside the mind of the whistleblower. Arlington, VA: Ethics Resource Center.

 

Ethics Resource Center (2011). Accepting responsibility responsibly: Corporate response in times of crisis. Arlington, VA: Ethics Resource Center.

 

Ethics Research Center (2017). GBES Ethical Leadership Report. Arlington, VA: Ethics Research Center.

 

Ethics & Compliance Initiative (June 2018). 2017 Global business ethics survey: Measuring the impact of ethics & compliance programs. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (2019). 2019 Global business ethics survey: Global differences in employees’ views of E&C program maturity. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (2019). 2019 Global business ethics survey: The link between supervisor and leadership workplace behaviors: A global look. Vienna, VA: Ethics & Compliance Initiative.

 

ECI Working Group Papers

Ethics & Compliance Initiative, Kaplan & Walker LLP (2016). Conflicts of interest: An ECI benchmarking group resource. Arlington, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (2019). Respectful workplace: ECI working group paper. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (2018). Using your organization’s performance evaluation system to drive ethical conduct: ECI best practices paper. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (2019). Hotlines and investigations: ECI working group paper. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (2018). ECI benchmarking group on ethics ambassador programs: ECI best practices paper. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics Stats

 

Ethics & Compliance Initiative (September 2019). EthicsStat: Retaliation in the workplace. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (December 2019). EthicsStat: Do employees believe their supervisors are effective? Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (August 2018). EthicsStat: High pressure cultures and sexual harassment. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (December 2018). EthicsStat: Why don’t employees speak up about misconduct? Vienna, VA: Ethics & Compliance Initiative.

 

ECI Pulse Surveys

 Pulse surveys present findings about topics relevant to the E&C field. Data from pulse surveys are collected from Ethics & Compliance Association (ECA) members through short polls. Participants are practitioners in the E&C field; including CECO’s and E&C professionals. Numbers of respondents range between 30 and 90. Findings from pulse surveys are not representative of the industry but are provided for informational purposes. 

 

Ethics & Compliance Initiative (February 2019). ECI Pulse survey results: Technology. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (June 2019). ECI Pulse survey results: Training in E&C. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (August 2019). ECI Pulse survey results: Awareness of E&C program: Communication. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (March 2018). ECI Pulse survey results: Whistleblower policies and practices. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (June 2018). ECI Pulse survey results: Ethics and Compliance Training. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (August 2018). ECI Pulse survey results: Terms and Conditions of E&C Officer Positions. Vienna, VA: Ethics & Compliance Initiative.

 

Ethics & Compliance Initiative (March 2017). ECI member survey: Ethics liaisons. Arlington, VA: Ethics & Compliance Initiative.

 

 

 

Completion of E2C qualifies you to take the Leadership Professional in Ethics & Compliance (LPEC) certification examination and obtain the LPEC designation.

E2C may be eligible for CEUs. Contact certification@ethics.org.

E2C Online Course Registration Rates
(includes all course materials, LPEC exam fee additional)

Member Non-Member Government/Non-profit
Individual                              $795 $995 $695
Group of 2 or 3 each (registered at the same time)        $695 $895 $595
Group of 4 or more each (registered at the same time) $645 $845 $545

Click here to register now.

Email certification@ethics.org for more information.

In-house Interested in learning more about customizable in-house opportunities?
Contact certification@ethics.org or call 703-647-2185

Cancellation Policy
Cancellations made at least 14 calendar days before the course start date will receive a full refund. Cancellations made after this date are not eligible for a refund, but a credit may be applied to a future course within 12 months.